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EMS Technical Assessments for Critical Access Hospital Communities

EMS Technical Assessments for Critical Access Hospital Communities. Mary Sheridan ORHP Grantee Partnership Meeting September 1, 2009. …improving access to quality healthcare for rural Idaho communities. A bit of history… began in 1999-2000

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EMS Technical Assessments for Critical Access Hospital Communities

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  1. EMS Technical Assessments for Critical Access Hospital Communities Mary Sheridan ORHP Grantee Partnership Meeting September 1, 2009 …improving access to quality healthcare for rural Idaho communities

  2. A bit of history… • began in 1999-2000 • 10 benchmarks (gold standards) developed through multi-stakeholder consensus-driven process • benchmarks used to assess local EMS systems • process similar to NHTSA system for assessing state EMS offices

  3. solicit the needs and input of EMS providers located in CAH areas support providers and communities as they develop and implement rural health networks facilitate and promote system integration, communication, and training among all health and safety providers Why conduct an assessment?

  4. Technical Assessment Team of six, with varied areas of EMS expertise, travel to the community to meet with individuals previously identified and invited to speak about the EMS system. Team members include: EMS Bureau Coordinator, Emergency Medicine Physician, CAH Administrator/Hospital Association, EMS Regional Consultant, EMS Agency Administrator, and team facilitator.

  5. Benchmarking • compare the EMS system against 10 pre-defined optimal benchmarks- “gold standards” • resource management education and training • transportation funding and policy • facilities communication • medical direction system integration • quality improvement • public education, information, and prevention • more effective tool for stakeholders to use for system improvements and enhancements • no winners and losers

  6. Pre-site workprior to the on-site assessment EMS agency director and hospital administrator contacted 6-8 weeks prior to the assessment presented with program overview and information about participants to invite to the assessment; location set sent informational packet with program overview, suggestions for invitees, benchmarks additional agencies sent information invited participants sent informational letter about the project and assessment day expectations

  7. Assessment Process 1/2 to 1 full day... informal discussion in group, round table setting participants scheduled for 15-30 minute intervals; encouraged to stay team members responsible for their assigned benchmarks team allows each participant to speak about the EMS system from their perspective and asks questions for clarification

  8. Assessment process evening hours, day-two & beyond... • Team members discuss each component area and draft document: • assess status relative to benchmark • recommendations to move from current status toward benchmark • reaching consensus (and the value of a great facilitator!) • Follow-up: • assessment to stakeholders and follow-up meeting

  9. Resource Management • Standard • Agency coordination and current knowledge of system resources is essential to maintain a coordinated response and appropriate resource utilization within an effective EMS system… • Status • Clearwater County Ambulance submits patient care reports for all responses. The agency receives quarterly and annual aggregate data reports from state EMS… • Recommendations • Develop and implement a formal recruitment and retention program; • Conduct a countywide equipment inventory to track resources.

  10. We know it’s fun, but so what…?!

  11. Benefits • participant input regarding system status and needs • provide opportunities for collaboration and cooperation • group decision regarding grant fund • community assessments by “experts”, casual setting • no obligation: resulting document as tool or trash

  12. Encouraging results... • assessment team well-received • meetings provide opportunities for collaboration among various stakeholders • enthusiastic leaders • dedicated volunteers, although most work long hours with little or no compensation • medical directors volunteer many hours to support EMS agency efforts • receptive to recommendations: most implemented or in-progress

  13. You think we’re only famous for potatoes, but we’re also home to the only man-made geyser in the world. Thank you!

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